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HomeMy WebLinkAbout2018 07-26 PCP PLANNING COMMISSION AGENDA CITY OF BROOKLYN CENTER July 26, 2018 Regular Session 1. Call to Order: 7:00 PM 2. Roll Call 3. Approval of Regular Meeting Agenda Motion to Approve Planning Commission Regular Session Meeting Agenda for July 26, 2018 4. Approval of Minutes a. Motion to Approve the July 12, 2018, Regular Session Meeting Minutes b. Motion to Approve the June 28, 2018, Regular Session Meeting Minutes c. Motion to Approve the June 28, 2018, Work Session Meeting Minutes 5. Chairperson's Explanation The Planning Commission is an advisory body. One of the Commission's functions is to hold public hearings. In the matters concerned in these hearings, the Commission makes recommendations to the City Council. The City Council makes all final decisions in these matters. 6. Planning Items None. 7. Discussion Items a. City Council Meeting Planning Commission Item Update (July 23, 2018) b. Joint City Council-Planning Commission Meeting Date Update (August 16, 2018) 8. Other Business None. 9. Adjournment PLANNING COMMISSION AGENDA CITY OF BROOKLYN CENTER July 26, 2018 Work Session Immediately Following Regular Planning Commission Meeting which begins at 7 p.m. Work Session Item 1. 2040 Comprehensive Plan Process with Jennifer Haskamp of Swanson Haskamp Consulting (SHC) PC Minutes 07-12-18 -1- DRAFT MINUTES OF THE PROCEEDINGS OF THE PLANNING COMMISSION OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA JULY 12, 2018 1. CALL TO ORDER The Planning Commission meeting was called to order by Acting Vice-Chair MacMillan at 7:06 p.m. 2. ROLL CALL Acting Vice-Chair Jack MacMillan, Commissioners Stephen Schonning, Rochelle Sweeney, and Susan Tade were present. Chair Randall Christensen and Commissioner Alexander Koenig were absent and excused. Commissioner Abraham Rizvi was absent and unexcused. City Planner and Zoning Administrator Ginny McIntosh, and Carla Wirth and Selina Pesta, of TimeSaver Off Site Secretarial, Inc. were also present. 3. APPROVAL OF AGENDA – JULY 12, 2018 There was a motion by Commissioner Tade, seconded by Commissioner Schonning, to approve the agenda for the July 12, 2018, meeting as submitted. The motion passed unanimously. 4. APPROVAL OF MINUTES – JUNE 28, 2018 City Planner and Zoning Administrator Ginny McIntosh requested the Planning Commission hold approval of the June 28, 2018, Regular and Work Session Minutes, to the next Planning Commission meeting. The consensus of the Planning Commission was to table consideration of the June 28, 2018, Regular and Work Session Minutes to the next meeting. 5. CHAIR’S EXPLANATION Acting Vice-Chair MacMillan explained the Planning Commission’s role as an advisory body. One of the Commission’s functions is to hold public hearings. In the matters concerned in these hearings, the Commission makes recommendations to the City Council. The City Council makes all final decisions in these matters. 6. PLANNING APPLICATION ITEMS 6a) APPLICATION NO. 2018-012 APPLICANT: VON PETERSEN OF TSP, INC. ON BEHALF OF BROOKLYN CENTER SCHOOL DISTRICT PC Minutes 07-12-18 -2- DRAFT PROPERTY ADDRESS: 6500 HUMBOLDT AVENUE NORTH Acting Vice-Chair MacMillan introduced Application No. 2018-012, consideration of a site and building plan approval for a small building expansion and minor site improvements to the Brooklyn Center STEAM Middle School and High School located at 6500 Humboldt Avenue North. He noted this application is associated with previously approved requests by the Brooklyn Center School District to increase the District’s operating levy and construction funding for Earle Brown Elementary School and Brooklyn Center Middle and High School. These requests were approved through a referendum that was passed back in November 2017. (Refer to Planning Commission Report dated 07-12-2018 for Application No. 2018-012.) City Planner and Zoning Administrator Ginny McIntosh introduced the item, reviewed the background, and presented the request. Ms. McIntosh provided a PowerPoint presentation depicting a site plan of the subject property, noting the plan requests are for a 2,250-square foot front entry addition, 845-square foot second- floor mechanical mezzanine addition, and site improvements that address partial landscaping, sidewalk, and road asphalt. She described the R1 zoned property, noting the existing school was constructed in 1961 and is approximately 195,797-square feet in size. Ms. McIntosh displayed a slide of the building, noting that the requests under consideration are part of a larger plan to substantially renovate the interior of the existing school building. Brooklyn Center School District will need to submit full construction plans to the City for review and issuance of a building permit for relevant interior improvements requiring a permit. Colored renderings of the existing front entry and proposed front entry were displayed and Ms. McIntosh described the proposed building materials. Ms. McIntosh then presented the plans for the proposed second-floor mechanical mezzanine. It was noted the existing driveway access points will remain. She added that school uses do not have a defined parking formula under the Zoning Ordinance, and there are no plans to impact the existing parking or increase parking needs with the proposed front entry or mechanical mezzanine additions. Ms. McIntosh presented the lighting, landscaping, and screening plans. As the disturbed area is less than one-half acre, no project review is required by the West Mississippi Watershed Commission and an NPDES permit is not required. The Applicant will need to work with the Fire Inspector to ensure all 2015 Minnesota Fire Code requirements have been met as part of any building and site plan approval, including any installations of a new Knox box, fire egress, etc. Ms. McIntosh reviewed the sign restrictions for public uses and stated City staff will discuss with the Applicant whether any proposed signage will meet the requirements under the Sign Ordinance. Ms. McIntosh stated City staff recommends the Planning Commission provide a recommendation of approval to the City Council to approve Planning Application No. 2018-012, a site and building plan approval for a small 2,250-square foot front entry, 845-square foot second floor mechanical mezzanine addition, and site-specific improvements along the proposed new front entry area for property located at 6500 Humboldt Avenue North (Brooklyn Center PC Minutes 07-12-18 -3- DRAFT Secondary School), subject to the Applicant complying with the comments outlined in the conditions as noted in the Planning Commission Report and as addressed in the resolution. Acting Vice-Chair MacMillan asked if the Applicant wished to step forward and make a statement or add anything to the staff presentation. Jim Langevin, Director of Operations with Brooklyn Center Schools, introduced himself and offered to answer questions. Commissioner Tade asked what will be included with the second-floor mechanical work. Von Petersen of TSP, Inc., on behalf of Brooklyn Center Schools, stated they will use an existing area above the stage and within the confines of the existing building footprint to extend the existing mezzanine in size to hold a larger HVAC system. Mr. Langevin explained the bond issue included these improvements as well as addressing deferred maintenance and replacement of mechanical equipment to bring the school building up to date. Acting Vice-Chair MacMillan asked when this project will start. Mr. Langevin stated they plan to start in January 2019 at the High School and are in negotiations to temporarily relocate the High School to a leased space so construction can move along more quickly. He hopes to have that lease negotiated by early August at the latest. Commissioner Schonning asked if the proposal will create district space. Mr. Langevin stated it will create space for High School administration and a defined front entrance to increase security, as it will be equipped with bullet resistant glass and a teller-like window to issue badges. There will be other entrances, but all visitors will be funneled through this entrance. It will also create some separation between the two wings, separating the Middle School and High School student body. During the school day, all doors will be locked and a visitor will need to be buzzed through the new entry. There were no other individuals in attendance who wished to make comments at this time. The Commissioners indicated no objections to approval of the Application. ACTION TO RECOMMEND APPROVAL OF PLANNING COMMISSION RESOLUTION NO. 2018-012 REGARDING THE RECOMMENDED DISPOSITION OF PLANNING COMMISSION APPLICATION NO. 2018-012 SUBMITTED BY VON PETERSEN OF TSP, INC. ON BEHALF OF BROOKLYN CENTER SCHOOL DISTRICT There was a motion by Commissioner Tade, seconded by Commissioner Sweeney, to approve Planning Commission RESOLUTION NO. 2018-012. Voting in favor: Acting Vice-Chair MacMillan, and Commissioners Schonning, Sweeney, and Tade. And the following voted against the same: None PC Minutes 07-12-18 -4- DRAFT The motion passed unanimously. The City Council will consider the application at its July 23, 2018, meeting. The Applicant must be present. Major changes to the application as reviewed by the Planning Commission will require that the application be returned to the Commission for reconsideration. 6b) APPLICATION NO. 2018-013 (PUBLIC HEARING) APPLICANT: CASEY’S RETAIL COMPANY PROPERTY ADDRESS: 2101 FREEWAY BOULEVARD Acting Vice-Chair MacMillan introduced Application No. 2018-013, consideration of a site and building plans and issuance of a Special Use Permit (SUP) that would allow for the development of an approximately 4,600-square foot Casey’s gas station and convenience store and other associated improvements on an approximately 2.12-acre site located at 2101 Freeway Boulevard. (Refer to Planning Commission Report dated 07-12-2018 for Application No. 2018-013.) Ms. McIntosh introduced the item, reviewed the background, and presented the request. It was noted that legal notice was published in the local Brooklyn Center Sun-Post and mail notifications were sent to neighboring properties per Zoning Ordinance requirements. Ms. McIntosh displayed a slide of the subject property and reviewed its past as a home to a number of restaurants, noting the building was demolished in 2014 and has been vacant since. The property is zoned C2 (Commerce District). The 2030 Comp Plan identifies the site as RB (Retail Business). She presented the SUP request for a gas station and described surrounding uses, noting they are not residentially-zoned. Ms. McIntosh stated the gas station, as proposed, would have eight double-sided gas pumps under a canopy structure, bioinfiltration basin, and other associated site improvements. Ms. McIntosh displayed colored renderings of exterior elevations, noting there will be a primary and secondary entry. One of the existing driveways would be removed, a replacement constructed, and a third driveway retained, creating a total of two driveways off Freeway Boulevard. Due to the location of this property and its proximity to the I-94 on-ramp along Shingle Creek Parkway, there will be no access to Casey’s from Shingle Creek Parkway. Ms. McIntosh reviewed the minimum parking requirements, which are based on the number of fuel pumps and a calculation of parking for the convenience store assuming a retail use. The Applicant would provide 41 parking spaces assuming the removal of three parking spaces in front of the trash enclosure doors, which was requested for by City staff. The minimum parking requirement is 41.33 parking spaces. Ms. McIntosh described the lighting plan, noting the gas pump canopy needs to minimize light spray and all lighting must be directed downward. She noted that the Applicant should identify opportunities to reduce the amount of foot-candles both under the gas station canopy and at the property line. It was noted the trash enclosure will be located at the southwest corner and fully PC Minutes 07-12-18 -5- DRAFT screened. The submitted landscape plan is deficient by approximately 44 points; however, this can be remedied. Ms. McIntosh stated there are additional opportunities to add landscaping, such as shrubs or small trees along the north east and eastern edges (along Shingle Creek Parkway), which would help to reduce the amount of headlight glare coming from the property. Per the Assistant City Engineer’s memorandum, provided with the Planning Commission Report, and in consideration of the fact that the subject property has been vacant for some time and was previously used as a restaurant, the Assistant City Engineer has requested that a traffic study be provided as part of any application approval by the Planning Commission and City Council. Ms. McIntosh stated City staff recommends the Planning Commission provide a recommendation to the City Council to approve Planning Application No. 2018-013, site and building plans and issuance of a Special Use Permit (SUP), that would allow for the development of an approximately 4,600-square foot Casey’s gas station and convenience store and other associated improvements on an approximately 2.12-acre site located at 2101 Freeway Boulevard, with the conditions noted in the Planning Commission Report and the resolution. OPEN TO PUBLIC COMMENTS – APPLICATION NO. 2018-013 There was a motion by Commissioner Schonning, seconded by Commissioner Sweeney, to open the public hearing on Application No. 2018-013, at 7:39 p.m. The motion passed unanimously. Acting Vice-Chair MacMillan asked if the Applicant wished to step forward and make a statement or add anything to the staff presentation. Jared Sergeant, Casey’s General Stores, presented statistics related to Casey’s, stating they are a gas station with convenience store and food component as well. Assuming they receive approval, Casey’s intends to start opening at 5 a.m. and closing at midnight. Due to their proximity to the interstate, they would like the option of remaining open 24 hours per day. He stated they will address staff’s comments on lighting and will comply with the City requirements for landscaping. Mr. Sergeant stated it typically takes four months from time of building permit issuance to completion of the project and they anticipate starting as soon as they receive a building permit, which will hopefully be in one to two months. Commissioner Schonning asked what is depicted on the site plan in the front of the property, near the intersection of Freeway Boulevard and Shingle Creek Crossing. Mr. Sergeant answered that is the location of the underground fuel tanks. Acting Vice-Chair MacMillan asked how many employees they will have. Mr. Sergeant estimated 8 full-time and 8 part-time equaling about 10-12 equivalent full-time employees. Acting Vice-Chair MacMillan asked about the proposed signage. PC Minutes 07-12-18 -6- DRAFT Andy Berg of Kimley-Horn and project civil engineer stated the proposed pylon sign will be 26.5 feet in height so it will be visible from I-94. Ms. McIntosh advised that Code allows a maximum pylon height at 25 feet above first floor elevation. Mr. Sergeant displayed 3-D renderings of the existing site, the site with Casey’s during the daytime, and a final rendering showing the proposed Casey’s on site at night. He stated Casey’s is based in Ankeny, Iowa and there are currently Casey’s across 16 states. Commissioner Schonning referenced the architectural building rendering showing an upgrade of stonework on the front exterior, which he appreciates over red brick. There were no other individuals in attendance who wished to make comments at this time. MOTION TO CLOSE PUBLIC COMMENTS (HEARING) There was a motion by Commissioner Tade, seconded by Commissioner Sweeney, to close the public hearing on Application No. 2018-013. The motion passed unanimously. Acting Vice-Chair MacMillan called for questions and comments from Commissioners. Commissioner Tade stated this looks very nice and she likes that food is offered, but would have preferred a restaurant in this location. Commissioner Tade inquired as to whether any proposals had come forward prior to the Casey’s proposal. Ms. McIntosh stated she was not aware of any other interest in the property other than Casey’s. The Commissioners identified no objections to approval of the Application. ACTION TO RECOMMEND APPROVAL OF PLANNING COMMISSION RESOLUTION NO. 2018-013 REGARDING THE RECOMMENDED DISPOSITION OF PLANNING COMMISSION APPLICATION NO. 2018-013 SUBMITTED BY CASEY’S RETAIL COMPANY There was a motion by Commissioner Schonning, seconded by Commissioner Sweeney, to approve Planning Commission RESOLUTION NO. 2018-013. Voting in favor: Acting Vice-Chair MacMillan, and Commissioners Schonning, Sweeney, and Tade. And the following voted against the same: None The motion passed unanimously. The City Council will consider the application at its July 23, 2018 meeting. The Applicant must be present. Major changes to the application as reviewed by the Planning Commission will require that the application be returned to the Commission for reconsideration. PC Minutes 07-12-18 -7- DRAFT 7. DISCUSSION ITEMS 7a) JOINT CITY COUNCIL – PLANNING COMMISSION MEETING (JULY 9, 2018) Ms. McIntosh asked the Commissioners for comments and/or feedback on the July 9, 2018, Joint City Council and Planning Commission Work Session on the 2040 Comprehensive Plan. Commissioner Schonning stated for him it was worthwhile but a lot of review. He wished there had been more participation and discussion by those present, an exercise, or something of content to strike up interaction, but understood the time constraints given that it was a City Council meeting night. Commissioner Tade agreed with Commissioner Schonning that more conversation between the City Council and Planning Commission would have been useful as we are all in the community. Acting Vice-Chair MacMillan asked if there will be another meeting. Ms. McIntosh stated she and Community Development Director Meg Beekman had a conference call with Comprehensive Plan Consultant Jennifer Haskamp about the meeting and there was discussion about a second Joint Work Session with the City Council on Monday, August 13, 2018, from 5 p.m. to 6:30 p.m. They also discussed if there should be a separate time to meet for discussion on an evening when City Council does not meet, considering City Council meetings are very structured with regard to start times, televising of the meetings, etc. Because of that, it may be better to hold this discussion in a Planning Commission meeting format or to schedule it on a day other than Monday, when City Council meets, or Thursdays, when Planning Commission meets. Ms. McIntosh stated it is hoped the August 13, 2018, meeting will not have such a long introduction, so there will be time to address the homework assigned and provide feedback to Ms. Haskamp. 7b) CITY COUNCIL MEETING PLANNING COMMISISON ITEM UPDATE (JUNE 25, 2018) Ms. McIntosh provided a brief overview of actions taken by the City Council at its Regular Session of June 25, 2018. She stated the Luther Auto request was approved with a modification to recognize an easement and necessity to accommodate parking for Health Partner Dental, which was identified following Planning Commission approval of the request to store vehicles off-site. She provided additional detail as to the adjustments made to the off-site storage site plan, including the shifting of the north fence line, gate, and barricade, south, to allow for one row of parking and a drive aisle for Health Partners Dental Clinic, and request by Luther Auto to extend out one parking row and drive aisle west to make up for the loss of parking on the north. An additional request was made and approved by City Council to allow for one tandem row of parking. Ms. McIntosh updated the Commission on the staff meetings that will be held with Luther Auto to address relocation of the vehicles to the off-site storage location, demolition of PC Minutes 07-12-18 -8- DRAFT the existing bus facility at 4435 68th Avenue North, and construction of the new dealership at that location. Ms. McIntosh stated the City Council’s consideration of the Earle Brown Terrace conversion from senior housing to market rate housing involved a fairly long discussion of the process to consider an allowance for parking, signage, and three additional apartments. She stated ultimately, the City Council approved all three of the allowance requests. The Applicant will need to return to the City shortly to obtain further site and building plan approvals and provide full civil plan sets this time in order to execute the construction and/or installation of these approved allowances. Commissioner Schonning asked if they have purchased the property. Ms. McIntosh stated they had not yet purchased the property but the Applicant indicated at the City Council meeting that they had been in negotiations with the property owner since December and that the opening of the Sanctuary played a part in the timing of their negotiations. The Applicant noted at the meeting that people may not have realized the facility had been operating at a very low occupancy for some time. At this point, the current property owner can wait no longer to close negotiations on the sale of the property. Commissioner Schonning stated at first, he did not like the conversion from senior housing to market rate, but after learning more about the proposed project and considering the Applicant’s success with Lake Pointe, he supports the project. The Planning Commission discussed the proposed project with Ms. McIntosh. Ms. McIntosh stated the City Council, in Work Session, also considered a request to potentially convert the former Jerry’s Food Store site to a charter school and possible day care. The Applicant came before the City Council during two different Work Sessions, however, it was ultimately determined that the City Council was not in support of the project. Were the project to progress, City staff would have needed to work through amendments to the 2030 Comprehensive Plan, as the 2040 Comprehensive Plan is not yet complete, amendments to the Zoning Ordinance, potential re-zonings, etc. The Planning Commission discussed the former Jerry’s Food site and potential future use, and overall difficulty in selling the property. Ms. McIntosh stated the City Council, in Work Session, also discussed and reached consensus to support a study and 12-month moratorium on the Sears site. This was considered as Sears will be closing, it is the last remnant of the former Brookdale Mall property, and was not planned as part of Shingle Creek Crossing. She explained that it is possible to lift the moratorium before the 12-months is up under certain circumstances. The Planning Commission discussed the Sears site and potential future uses. Ms. McIntosh reviewed projects and plan sets currently under review by staff. 8. OTHER BUSINESS PC Minutes 07-12-18 -9- DRAFT Commissioner Tade stated she will be on vacation and not in attendance at the next meeting. 9. ADJOURNMENT There was a motion by Commissioner Sweeney, seconded by Commissioner Tade, to adjourn the Planning Commission meeting. The motion passed unanimously. The meeting adjourned at 8:19 p.m. _______________________________ __________________________________ Ginny McIntosh, Secretary Jack MacMillan, Acting Vice-Chair City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-1 7/23/2018 INTRODUCTION Since the 2030 Comprehensive Plan was adopted Brooklyn Center has experienced significant changes in nearly all aspects of the community. Once known as the “City with Brookdale Mall” the loss of the regional retail destination left a large area of underutilized and vacant land at the core of the community. Suddenly Brooklyn Center’s residents were left without a firm identity as the heart of the C ity no longer pulsed with the vibrancy it had for so many decades before. No one could have predicted how significantly and quickly retail trends would change, and how the rise of e-commerce and experience-based retail would result in less demand for physical bricks and mortar storefronts and large-scale malls. The swift change left Brooklyn Center in a state of flux, leaving a large area of the community ripe for redevelopment…but what would it become? The loss of the regional retail destination had a significant impact on Brooklyn Center, but it is not the only change happening in the community. Over the past decade the City has become the most diverse community in the Twin Cities m etropolitan area. Brooklyn Center’s location in the region has made it a highly desirable place for new families to locate, and the population is younger with more families and kids than in the county and neighboring cities. The City has remained one of the most affordable and accessible places to live in the metro area, despite skyrocketing real estate prices in the region. All of these factors impact the City. They play a role in how the community thinks about what types of retailers, offices, services, houses, transit, and parks, trails and open spaces are needed to support the current and changing demographics of the community. The evolving dynamics of Brooklyn Center reveal an opportunity for the City to plan for its future and to capitalize on its strengths. This C hapter is intended to serve as a guide for the City through this planning period. It includes a vision for the City’s future as adopted and established through previous planning efforts and is further refined and supported through a set of goals and strategies for each topic area contained within this Comprehensive Plan (2040 Plan). Sprinkled throughout subsequent chapters of this 2040 Plan goals are restated in callout boxes to correlate how specific sections support the goal statements as a reminder of the community’s aspirations. This C hapter serves as the roadmap for this planning period, and it is intended to help residents, stakeholders, business owners and policy-makers bring the City’s plan to fruition. 07/26/2018 PC Work Session- Attachments City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-2 7/23/2018 BROOKLYN CENTER VISION 2040 The City of Brooklyn Center’s policy makers and leadership have engaged in several visioning and strategic planning initiatives over the past few years. The various efforts resulted in the development of a Vision and Mission Statement for the community, as well as a set of short-term Strategic Priorities. Rather than recreate the wheel, this 2040 Plan process validated that the Vision and Mission Statements continue to reflect the aspirations of the community. The adopted Strategic Priorities correlate to various components of this 2040 Plan and are highlighted and integrated into the relevant section of this Chapter. The purpose of restating the Strategic Priorities, even though they may be short-term, is to show how they are supported and enhanced by the goals and strategies developed through this process. It became clear through various meetings and public engagement events that the City’s efforts to establish a Vision and Mission Statement were successful, and that these statements continue to reflect the aspirations of the community. The City’s adopted Vision and Mission statements are restated below and serve as guide for this 2040 Plan. Vision Statement “We envision Brooklyn Center as a thriving, diverse community with a full range of housing, business, cultural and recreational offerings. It is a safe and inclusive place that people of all ages love to call home and visitors enjoy due to its convenient location and commitment to a healthy environment.” Mission Statement “The mission of the City of Brooklyn Center is to ensure an attractive, clean, safe, and inclusive community that enhances the quality of life for all people and preserves the public trust.” City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-3 7/23/2018 GOALS AND STRATEGIES The Vision and Mission Statements provide the framework and high-level direction from which supporting goals, strategies and policies can be derived to help bring this 2040 Plan to fruition. Having a clear Vision and Mission Statement was invaluable to this planning process because it allowed the effort to focus on developing a set of core goals and strategies that would support the Vision for the City’s future. The City assigned the Planning Commission as the 2040 Plan’s primary working group, and the Commission was responsible for establishing a set of goals and strategies from which subsequent chapters of this Plan were derived. The first step in establishing a set of draft goals was a Strengths, Weaknesses, Opportunities and Threats (SWOT) exercise that required the Planning Commission to identify what specific characteristics and qualities of the community they hoped would either be addressed, maintained or enhanced. The Planning Commission was then asked to prioritize their SWOT exercise to determine which characteristics and qualities rose to the level of aspirations and goals for this Plan. The results of the SWOT and prioritization were then turned into goal statements using specific action-oriented works with a defined meaning. The draft goal statements became the foundation of the Planning Commission’s discussion that addressed topics such as Community Identity and Character, Land Use and Redevelopment, Housing, Transportation, and Infrastructure. The goal statements and themes became the foundation from which feedback and information were collected throughout the 2040 Plan p lanning process. These topics were used to structure and guide focused discussions with other city commissions, city staff, on-line surveys, and at public events. After collecting feedback through public engagement efforts and working with the Planning Commission and city staff, a set of supporting strategies were developed based on the input received. The following goals and strategies are a culmination and synthesis of information collected through the various efforts to engage the public, the Planning Commission, other city commissions, policy-makers and staff. This Chapter is the core of the 2040 Plan and establishes the priorities and initiatives the City has identified as essential during this planning period. Given the importance of this Chapter to the Plan, it is critical that definitions for certain terms and words are universally understood by the user of this 2040 Plan. For purposes of this document, the following definition of a goal and a strategy are provided: Goal: A general statement of community aspirations and desired objectives indicating broad social, economic, or physical conditions to which the community officially agrees to try to achieve in various ways, one of which is the implementation of this 2040 Plan. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-4 7/23/2018 Strategy: An officially adopted course of action or position to implement the community goals. In addition to properly defining a “Goal” and a “Strategy”, the definition of the action word contained within the goal and strategy statements must also hold a common definition that assigns various roles, commitments, and responsibilities to the City. A glossary of these terms is found in the Appendix of this 2040 Plan. The ‘action’ words used in the following goal and strategy statements are assigned the following levels of financial commitment: No commitment of financial investment, staff resources and policy directives May include financial investment, staff resources and policy directives Commitment to financial investment (if needed), staff resources and policy directives Continue Endorse Recognize Promote Work Create Encourage Enhance Explore Maintain Identify Protect Provide Strengthen Support Sustain The following goals and strategies are categorized by topic area, and generally correspond to the individual Chapters that are contained within this 2040 Plan. Preceding the g oals and s trategies, if applicable, are the City’s adopted short-term Strategic Priorities. While these statements are identified as ‘short-term’ in many cases the priority is relevant and applicable to the long-term goal and strategy statements. Each Chapter should support, build upon, and incorporate these goals and strategies into the Plan component and develop implementation steps that will help achieve the goals and strategies as identified. The intent of these statements is to provide a roadmap for development in the City; to be aspirational; and to create a framework for policy- makers, commissions, city staff, developers, landowners, businesses and residents. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-5 7/23/2018 Community Image Goals Adopted Strategic Priority: Enhanced Community Image “Our ability to attract and retain residents and businesses is influenced by the perception of the City. We will take specific actions to assure that Brooklyn Center is recognized by residents, businesses, stakeholders, and visitors as a high quality, attractive, and safe community.” 1. Promote Brooklyn Center as an exceptional place for businesses, visitors and residents, both existing and new, because of its locational advantage and accessibility within the region. Strategies a. Continue to refine and enhance the City’s recent print and online rebranding efforts. b. Strengthen the City’s identity through proactive communications that reach the larger region (e.g. develop marketing collateral to send to DEED, professional associations, press releases, etc.) c. Support the development of a task force or working group of community stakeholders to provide on-going perspectives and feedback to improve and help guide the City’s marketing and branding initiatives. 2. Support the development of sustainable, resilient, and accessible neighborhoods in the City Center that reinforce the City’s commitment to its diverse residents, neighborhoods, and businesses. Strategies a. Promote redevelopment of the former Brookdale Mall site as a Transit Oriented Development site that plans for a mix of uses including diverse housing types.. b. Create a walkable and connected street, sidewalk and bikeway system throughout the City Center that connects to surrounding neighborhoods. c. Recognize the limitations of existing structures and land uses and allow for the reimagining and intensification of uses to further development of a Transit Oriented Development (TOD) City Center. d. Encourage developers to incorporate innovative and sustainable site design elements that reintroduces and reestablishes green space in the City Center and adjacent redevelopment areas. e. Identify opportunities to incorporate green infrastructure into existing and redevelopment areas in all types of development. f. Provide incentives for redevelopment that incorporates housing at all levels of affordability from affordable to high-end market rate units, within a single project when feasible. g. Promote the City Center as a community gathering space with pop-up shops, open air markets, and flexible space to support local businesses. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-6 7/23/2018 3. Explore meaningful ways to represent the community’s diversity through the City’s branding, marketing and visual communications. Strategies a. Enhance City issued and sponsored communications by providing materials translated in multiple languages that are tailored to Brooklyn Center’s population. b. Create a working group or task force with diverse representation to provide feedback and suggestions on major branding and marketing efforts. c. Identify key marketing and branding initiatives, particularly of redevelopment areas, and engage Brooklyn Center’s residents and business owners on-line to solicit feedback early and often throughout development projects. 4. Encourage and promote reinvestment in the City’s infrastructure including roadways, streetscapes, trails and utilities to signal Brooklyn Center’s commitment to the long-term success of its residents and businesses. Strategies: a. Maintain the City’s existing infrastructure through appropriate budgeting through the City’s Capital Improvement Plan process. b. Identity areas that could be revitalized through targeted infrastructure reinvestment and include relevant inventory and analysis in applicable small area plans, redevelopment studies, etc. c. Work to develop a comprehensive wayfinding and signage system for bikeways and trails throughout the City. 5. Recognize the opportunity and value of Brooklyn Center’s changing demographics and entrepreneurial attitudes to create an identity that embraces diversity as part of the City’s future. Strategies: a. Work to understand the needs of Brooklyn Center’s population for office, commercial, restaurant, retail and multi-use spaces. b. Identify opportunities within redevelopment areas that could fulfill the needs of Brooklyn Center’s entrepreneurs and small business owners. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-7 7/23/2018 Intergovernmental & Community Relationship Goals Adopted Strategic Priority: Inclusive Community Engagement “In order to provide effective and appropriate services, we must clearly understand and respond to community needs. We will consistently seek input from a broad range of stakeholders from the general public, non-profit, and for-profit sectors. Efforts to engage the community will be transparent, responsive, deliberately inclusive, and culturally sensitive.” 1. Identify opportunities to improve communication and engagement with the community’s residents, business owners and stakeholders. Strategies a. Recognize that the City’s demographics are changing quickly, and it is important to adapt and change engagement and communication methods on a regular basis to meet the needs of residents and business owners. b. Work to maintain the City’s communication materials in a variety of platforms with various languages that match the cultural needs of the community. 2. Strengthen opportunities to collaborate with adjacent municipalities, agencies and the County on planning, marketing, transportation and infrastructure initiatives that may impact the City. Strategies a. Recognize the importance of the City’s participation within the region and the importance of planning across borders (i.e. regional transit and bikeway planning, economic development, access to job centers, etc.) b. Encourage City staff to work with staff members in adjacent communities to identify opportunities to coordinate efforts that are mutually beneficial. 3. Explore ways to collaborate with the school districts, non-profits and the for-profit sectors to engage the City’s youth so that they are invested in the community. Strategies a. Strengthen the City’s relationship with the schools to better understand the needs of the youth in the community (i.e. better access to jobs, transit, bikeways, etc.) b. Explore opportunities to involve the City’s youth on advisory boards, in planning initiatives and on other engagement events to encourage their participation and feedback to help shape the future of the City. c. Create a consistent presence of the City and its available opportunities, services and facilities in local schools, community gathering spaces and areas where Brooklyn Center’s youth congregate. Land Use, Redevelopment & Economic Competitiveness Goals City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-8 7/23/2018 Adopted Strategic Priority: Targeted Redevelopment “Redeveloping properties to the highest value and best use will accomplish our goals regarding housing, job creation, and growth of the City’s tax base. We will appropriately prepare sites and provide the necessary supporting infrastructure investments to guide redevelopment of publicly- and privately-owned properties.” Adopted Strategic Priority: Resident Economic Stability “The economic stability of residents is essential to vibrant neighborhoods and to retail, restaurant, and business growth. We will lead by supporting collaborative efforts of education, business, and government sectors to improve income opportunities for residents.” 1. Support the Future Land Use Plan through the update or creation of relevant and market-based small area plans, redevelopment plans, and the zoning ordinance. Strategies a. Identify and prioritize key redevelopment areas and develop a work plan and potential schedule/timeline for each area. b. Provide staff and consultant resources to prepare a comprehensive update to the City’s zoning ordinance to support the planned land uses. c. Protect the Future Land Use Plan through development of clear, concise and descriptive policy documents and initiatives that support the City’s long-term vision. 2. Continue to support a proactive, integrated approach to redevelopment that clearly defines the City’s objectives for specific areas and sites within the community. Strategies a. Strengthen the City’s vision for key redevelopment areas through preparation of master plans and small area studies to ensure thoughtful and responsive development. b. Encourage developers, staff, and stakeholders to think-big and creatively about redevelopment to create an interesting, vibrant, and innovative City Center and surrounding neighborhoods. c. Support and encourage development concepts that incorporate flexibility for space and programming that could be used for start-ups, small companies, pop-ups, and local markets that provide opportunities to promote the City’s diverse residents. d. Explore opportunities to increase the mix of uses on the Brooklyn Boulevard corridor, increasing densities, identifying key nodes for the concentration of commercial uses and providing opportunities for new housing types. 3. Strengthen opportunities for high-quality redevelopment through establishing clear planning and regulatory documents. Strategies City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-9 7/23/2018 a. Provide clear ordinances that permit uses consistent with the City’s vision and minimize the number of uses required to obtain special or conditional use permits. b. Create new zoning and overlay districts that are concise, directive and use graphics (pictures and/or diagrams) to explain the City’s requirements. c. Explore opportunities to streamline the development process and utilize Brooklyn Center’s customer focus and nimble approach as a competitive advantage. 4. Enhance and maintain existing neighborhoods through proper land use designations and clear supportive zoning that makes reinvestment and rehabilitation easy for residents. Strategies a. Create and maintain a cheat-sheet for residents that explains in plain language the permitting and regulatory process. Provide this in multiple languages. b. Explore opportunities to engage and communicate with residents to learn about their needs and identify ways the City may help, either through education, information, or direct assistance. c. Create a policy and ordinance that describes expectations for home-based businesses and establishes a permitting process to ensure compatibility with existing single-family uses. d. Explore opportunities to utilize technology to make it easier and more convenient for residents to interact with the City. e. Create zoning regulations that reflect the demands of the current single-family housing market. 5. Recognize that many areas in the community are aging and may require reinvestment, redevelopment, or reimagining and that all scales and sizes of opportunity have merit to further support the community’s future. Strategies a. Explore opportunities to create neighborhood nodes that are integrated and support the needs of residents and encourage a more walkable community. b. Identify opportunities and tools (that may include financial resources) that assist residents with regular maintenance, upkeep, and/or remodeling so that their homes meet their needs and are places they want to stay and contribute to a more stable neighborhood. c. Continue to evaluate how redevelopment can further enhance and support the sustainability of individual properties, neighborhoods and the larger community. 6. Provide clear direction to developers, property owners, and residents about the City’s desires for each redevelopment area through this 2040 Plan, as well as small area studies, master plans and the zoning ordinance. Strategies a. Support redevelopment initiatives through a coordinated Request for Proposal (RFP) process to solicit interest and responses from developers for city-owned properties. b. Promote the City’s vision for each redevelopment area through various means including on-line, print, and media. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-10 7/23/2018 c. Explore opportunities to encourage redevelopment through site assembly, master planning, predevelopment, and land preparation. 7. Explore opportunities to create unified branding, connections, and visual cues to reinforce Brooklyn Center’s identity and relationship to existing neighborhoods. Strategies a. Create a city-wide beautification strategy that includes a process for creating community identity and pride through the use of public art. b. Work to develop a comprehensive list of design guidelines for residents, developers and stakeholders that provide a menu of Brooklyn Center “branding’ elements that can be incorporated into new and existing developments and neighborhoods. c. Strengthen the City’s commitment to its designation as a Tree City USA by incorporating more trees and landscaping at the City’s main gateways and entrances. d. Encourage residents, developers, and other stakeholders to use city authorized branding elements in marketing materials, streetscape improvements, and design elements. e. Identify key pedestrian, bikeway, auto and transit corridors that should incorporate consistent branding elements and landscape themes. f. Promote Brooklyn Center’s diversity through the development of flexible spaces, opportunities for pop-ups and other small business incubators. 8. Enhance the City’s economic position in the region through easy to navigate processes and creative land use designations. a. Explore ways to improve the City’s ordinances so that the entitlement process is clear and easy to navigate. b. Identify opportunities throughout the region to promote the City’s redevelopment areas as a great place for new businesses to locate (i.e. DEED, Hennepin County Business Associations, Chamber of Commerce, etc.) City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-11 7/23/2018 Housing and Neighborhood Goals Adopted Strategic Priority: Safe, Secure, and Stable Community “For residents and visitors to fully appreciate and enjoy a great quality of life, it is essential that all neighborhoods are safe, secure, and stable. We will assure compliance with neighborhood condition and building safety standards, provide proactive and responsive public safety protection, wise stewardship of City resources and policies that promote safety, security, and a lasting stable environment.” 1. Promote a diverse housing stock that provides safe, stable, and accessible housing options to all of Brooklyn Center’s residents. Strategies a. Protect existing naturally occurring affordable housing options within the City through supportive land use designations and associated policies. b. Explore opportunities within multi-family redevelopment areas to include market-rate and affordable housing options within each project. c. Strengthen existing neighborhoods through focused efforts to assist with maintenance and preservation of the housing stock. 2. Recognize and identify ways to match Brooklyn Center’s housing with the City’s changing demographics. Strategies a. Identify and inventory the City’s existing rental housing stock to understand the rental unit-mix and unit-type to determine where gaps in the supply exist. b. Work to incorporate increased diversity of units within new redevelopment areas from micro-apartments to three- and four-bedroom units. c. Encourage property owners to reinvest in existing properties to maintain owner-occupied and renter-occupied units to create a more sustainable and stable housing stock. d. Strengthen outreach efforts to understand what housing needs exist for current and prospective Brooklyn Center residents. 3. Explore opportunities to improve the City’s housing policies and ordinances to make them more responsive to current and future residents. Strategies a. Identify and review existing housing policies to ensure that they support the needs of current Brooklyn Center residents. b. Work with existing owners and renters to understand what challenges exist within current permitting and regulator processes. c. Enhance existing strategies and policies to better meet the needs of current and prospective residents. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-12 7/23/2018 4. Maintain the existing housing stock in primarily single-family neighborhoods through proper ordinances and enforcement. Strategies a. Protect existing neighborhoods through the refinement of existing ordinances to ensure compatible uses are permitted, or conditionally permitted. b. Work with existing homeowners and renters to understand current challenges within existing neighborhoods. c. Endorse the update of existing ordinances and regulations to match and address the challenges identified by residents to make neighborhoods more accessible, stable and sustainable long-term 5. Explore opportunities to incorporate new affordable housing into redevelopment areas that promote safe, secure and economically diverse neighborhoods. Strategies a. Recognize the importance of incorporating and integrating protected affordable housing in new projects. b. Encourage developers to incorporate protected affordable housing units within projects through establishing incentives such as density bonuses or other tools. c. Strengthen existing policies to promote the diversity of housing choices within a single project, and throughout all redevelopment areas. Parks, Trails, and Open Space Goals 1. Provide a park and recreation system that is based on the needs of the City’s residents and stakeholders. Strategies a. Enhance and maintain a mix of facilities throughout the City’s park and recreation system that is accessible to all ages and abilities. b. Identify gaps within the City’s system and plan for improvements to match resident and stakeholder needs. c. Explore opportunities to partner with local school districts and the private sector to improve, and in some areas complete, the park and recreation system. d. Support the continued use of citizen surveys and interviews to understand the effectiveness of existing facilities and, programs and system deficiencies. e. Maintain the system through prioritizing the highest-priority improvements which are those that address health or safety concerns, reduce maintenance costs, or address overall system deficiencies. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-13 7/23/2018 f. Maintain and improve the system on a regular and continuous basis through the operating budget and the Capital Improvements Program to avoid deferred maintenance of the system. 2. Encourage residents and stakeholders to participate in the park and recreation system planning process. Strategies a. Continue to utilize a City Council appointed citizen Park and Recreation Commission that advises the Council on the park system and environmental planning initiatives in the community. b. Encourage neighborhood groups to participate in the planning of all major park improvements. 3. Explore ways to incorporate design and preservation standards into the City’s ordinances and policies to improve and maintain a high-quality system. Strategies a. Continue to explore ways to incorporate and plan for innovative park and recreation development as the system is maintained or expanded. b. Maintain a classification system for the parks, trails and open spaces in the community to match needs and programming with appropriate park typologies. c. Continue to design system improvements that balance function and aesthetics with the conservation of natural resource areas. d. Protect surface water resources in parks, such as wetlands, for habitat and wildlife corridors where appropriate. e. Explore ways to re-vegetate the opens space areas owned by the City where active recreational improvements have not been planned. f. Encourage creative park design to develop a dynamic and diverse system. g. Identify ways to use park design as a neighborhood improvement theme, or as a way to complement redevelopment. 4. Support efforts to maximize the use and accessibility of the system by local residents. a. Identify ways to improve access to, signage for, and information about Central Park to drive increased awareness about the facility. b. Create a connected system through bicycle/pedestrian trails and a collector sidewalk system to ensure the accessibility of the City’s parks. Volunteers and service organizations in the community will be afforded opportunities for service in the development and maintenance of the park and recreation system. c. Promote the Mississippi River Critical Corridor Area and its park as an opportunity for further development and use in the community. d. Provide an identification system of all park areas, facilities and programs that is consistent, functional and creative. e. Identify locations to install signage, kiosks, and other forms of communication that establish an identity for the system and provides information about the system to the user. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-14 7/23/2018 f. There will be an ongoing information and education process to make residents knowledgeable about and aware of park and recreation facilities and programs. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-15 7/23/2018 Transportation, Transit, Bikeways and Walkability Goals Adopted Strategic Priority: Key Transportation Investments “Proactively maintaining an efficient and effective infrastructure will meet the high level of community expectations. We will plan for and invest in critical infrastructure improvements that enhance safety, improve life quality, and support opportunities for redevelopment, while sustaining the natural environment.” 1. Provide a safe network of roadways, bikeways and pedestrian ways that connect residents in the City and to the larger region. Strategies a. Continue to budget for needed improvements to the City’s transportation network through the Capital Improvement Plan process. b. Support new roadway designs in redevelopment areas that incorporate bikeways and pedestrian ways, and that visually connect to transit stops and stations. c. Work to understand the transportation needs of the City’s residents and match scheduled improvements to help fill identified gaps. d. Create a plan to work with Metro Transit on a more balanced and equitable transit market area that matches the needs of residents. 2. Encourage residents to chose alternate transportation modes (other than automobile) by enhancing access to bikeways, transit, and pedestrian networks. Strategies a. Enhance existing ordinances, and incorporate requirements into new zoning districts that make pedestrian and bike access more efficient (e.g. bike parking requirements, awnings, pedestrian shelters, etc.) b. Work with Metro Transit to identity potential improvements to the transit station, bus stops and bus shelters that could improve the rider experience. c. Explore ways to improve wayfinding through visual cues to make bike routes, walkways, and transit stops clearer to users. 3. Support the City’s commitment to creating a Complete Street Network in existing and redevelopment areas. Strategies a. Identify opportunities to connect the existing bikeway and pedestrian network through redevelopment areas and a condition of development approval to incorporate prioritized connections. b. Work to update necessary ordinances or policies within the City’s zoning ordinance and other official controls to support the development of a Complete Street Network. City of Brooklyn Center: 2040 Comprehensive Plan DRAFT CHATER 2: VISION, GOALS & STRATEGIES 2-16 7/23/2018 Infrastructure Goals 1. Provide adequate infrastructure including sewer, water, and facilities to serve existing residents and redevelopment areas. Strategies a. Support redevelopment consistent with the Future Land Use Plan, Transportation and Transit Plan so that infrastructure is appropriately sized and planned for based on anticipated development patterns. b. Sustain current city staff’s efforts to plan for and study needed improvements, as well as staying current with best practices and innovation. 2. Maintain the level of city services to existing neighborhoods and plan for improvements through appropriate capital expenditures. Strategies a. Work with existing neighborhoods and community liaisons to plan for any needed improvements and where applicable, incorporate such improvements in the City’s Capital Improvement Plan. b. Sustain development patterns consistent with the Future Land Use Plan to ensure appropriately designed and planned infrastructure. 3. Support opportunities to create resilience within the City’s infrastructure as redevelopment or reconstruction activities occur. Strategies a. Explore and identify opportunities to incorporate best management practices or innovative practices in the city’s ordinances and policies to better respond to natural disasters and environmental degradation. b. Strengthen existing infrastructure through incorporating innovative methods for system management and maintenance in conjunction with traditional engineering methodology. 1 Planned Land Use Designations The following definitions are provided to describe the planned land uses in the City of Brooklyn Center. Many of the existing land uses in the community are planned to remain consistent through this planning period, with new designations focused in areas that are currently underutilized or vacant. The following definitions support and correspond to Map 3-X Future Land Use Plan. Residential Designations Map Designation Residential Density Description Low Density Residential (LDR) 3 – 5 Dwelling Units per Acre This designation primarily identifies existing neighborhoods that are mostly developed with single-family detached and single-family attached uses and permitted accessory uses. Any redevelopment or development of LDR land is planned to be consistent with the designation and to be compatible with surrounding neighborhoods and uses. Medium Density Residential (MDR) 5-15 Dwelling Units per Acre Land designated as MDR is planned for densities between 5 and 15 dwelling units per acre. This land use designation is mostly developed with two-family, three-family, town home and small multi-family uses. Accessory uses, including but not limited to, small open spaces and park areas are located within proximity or within the land use designation. Any redevelopment or development of MDR land is planned to be consistent with the designation and compatible with surrounding and adjacent uses. High Density Residential (HDR) 15-31 Dwelling Units per Acre Land designated as HDR is planned for densities between 15 and 31 dwelling units per acre. This land use designation is mostly developed with townhomes, apartments, and condominiums. Accessory uses including, but not limited to, neighborhood amenities, parks and open spaces are a part of this designation. Future development or redevelopment of HDR land is planned to be consistent with this land use designation and compatible with surrounding and adjacent land uses. Mixed-Use Designations Transit Oriented Development (TOD) 25-75 Dwelling Units per Acre TOD is a new land use designation that is planned for a mix of residential, commercial, office and retail uses. Land generally within a ½-mile of the Brooklyn Center Transit Station (Transit Station) is designated as TOD to capitalize on the proximity of redevelopment sites to the transit stops. The planned Bus Rapid Transit C-Line has two stops within the area designated as TOD (the Transit Station is last northerly stop) that will provide access to adjacent land uses with frequent, and efficient bus/transit services providing connections to the area and broader region. A minimum of 75% of the land within this designation is planned to be developed with high-density residential use and the remaining land developed with supporting retail, office and commercial uses. Redevelopment will focus on connecting to the Transit Station and C-Line stops, as well as creating a walkable, bikeable, vibrant core in the City. Neighborhood Mixed-Use (N-MU) 15-34 Dwelling Units per Acre The N-MU is a new land use designation that guides land surrounding key neighborhood intersections for a mix of 2 residential, retail and commercial/office uses. This designation plans for the redevelopment of existing uses and assumes a minimum of 50% of land within this designation would be used for residential purposes, and the remaining area would be developed with neighborhood scale retail, service and commercial uses. Commercial Mixed- Use (C-MU) 15-31 Dwelling Units per Acre The C-MU is a new land use designation and guides land for a mix of commercial, office, retail, service and residential uses. This designation is guided for areas adjacent to the TOD and is planned to have a more significant proportion of the land use designated for commercial, office, retail, and service uses with supporting residential use. A minimum of 50% of the land use is planned for residential development at densities slightly lower than the adjacent TOD land use designation. This land use designation will focus on walkable and bikeable connections to adjacent TOD land uses and the Transit Station. Business Mixed-Use (B-MU) None The B-MU is a new land use designation and guides land for a mix of business, light industrial and supporting retail/service uses. This designation encourages redevelopment or development of commercial, office, general business and light industrial uses in coordination with supporting retail/commercial uses to encourage a more dynamic and connected experience for workers. This land use does not plan for residential uses but may include limited live-work opportunities as established through supporting official controls. Commercial, Business & Industrial Designations Commercial (C) Planned commercial uses are generally located along the Brooklyn Boulevard corridor, on the frontage of I-94 and along Highway 252. Uses in these areas include hotels, restaurants, auto sales, and other small retail uses. General Business (GB) The GB land designation identifies land that is primarily developed with a mix of commercial, warehousing, office, and other business uses. Limited retail/service users are located within this land use designation. Industrial (I) There are two areas planned for industrial uses located in the southwesterly corner of the City on the east and west side of Highway 100. Uses in this designation include manufacturing, storage, outdoor storage and other industrial uses. This land designation is not planned for expansion in this planning period. Public/Semi-Public Designations 3 Institutional and Semi-Public (I/SP) Land designated as I/SP is generally used for public or semi- public uses including schools, municipal and government uses, social and/or healthcare facilities excluding clinics, churches and other places of assembly. This land use designation also includes existing municipal utilities such as lift stations and pumphouses, as well as private utilities such as power substations and similar uses. There is no planned expansion of this land use, but it is acknowledged that an expansion of some of these uses may be necessary if and when redevelopment occurs throughout the City. Parks, Recreation, and Open Space (PROS) Land designated as PROS is used for active and passive park uses, and natural preservation. Active park areas included playfields, athletic complexes, publicly owned golf courses, zoos and other similar uses. Passive park areas include nature areas, resource protection and buffer areas, trails, picnic areas, public fishing and similar uses. Natural preservation areas include the protection of important natural resources for environmental or aesthetic purposes. Railroad Right-of-Way This land use designation identifies the SOO Line railroad in the southwestern corner of the City. The railroad is active and runs through the City’s existing industrial park. Right-of-Way (ROW) This land use designation identifies publicly dedicated land for vehicular, transit, bikeways, and/or pedestrian thoroughfares. The existing and planned right-of-way includes state, county and local roadways. Airport (AP) This land use designation identifies land used for public or private airport facilities, runways and ancillary airport uses. A small parcel of land in the central corner of the community is designate for this purpose and is adjacent to, and a part of, the Crystal airport. There is no planned expansion of this land use.